【正文】 ing to a supervisor is his or her span of 5. An advantage of vertical functional structure is its quick response to external 　CHOICE　　1. Which of these refers to the deployment of organisational resources to achieve strategic goals?CA. planning B. controlling C. organising D. leading E. strategic management2. Strategy defines _______ to do while organising defines _______ to do 　　A. how, what B. how, why 　C. what, how D. what, why 　　E. when, what　3. Organisation structure is defined as:B　A. the visual representation of the organisation 　B. the framework in which the organisation defined how tasks are divided, resources are deployed, and departments are coordinated 　C. the division of labour 　D. the unbroken line of authority that links all individuals in the organisation 　E. none of the above　　4. __________ is the formal and legitimate right of a manager to make 　A. Delegation B. Responsibility 　　C. Authority D. Leadership 　　E. Span of management　　5. Which of these means that each employee is held accountable to only one supervisor?B　A. scalar principle B. unity of mand 　C. work specialisation D. division of labour 　　E. span of management　　6．__________ means that decision authority is located near the __________ of the 　A. Centralisation, bottom B. Decentralisation, top 　　C. Centralisation, top D. Centralisation, middle E. None of the above7. Which of the following is a contemporary approach to structural design in departmentalisation?D　　A. functional B. divisional 　　C. matrix D. teams 　E. geographicbased　　8. Advantages of the matrix structure include:E　　A. It increases employee participation. 　B. It makes efficient use of human resources. 　C. It works well in a changing environment. 　D. It develops both general and specialist management skills. 　E. All of the above.9. An advantage of the divisional structure is:A　A. concern for customers’ needs is high B. there is little duplication of services across divisions 　C. there is good coordination across divisions D. top management retains tight control of the organisation 　E. there is no petition for corporate resources　10. Disadvantages of the network approach include:DA. a lack of handson control B. the possibility of losing an important part of the organisation C. weakened employee loyalty 　D. all of the above 　E. A and C only　FILL IN THE BLANKS　　1. A __ flat _______________ structure has a wide span, is horizontally dispersed, and has fewer hierarchical levels.2. The visual representation of an organisation’s structure is called the _______ organization_______________ _____ chart__________________.3. Division of labour is also known as __ work ______________ ___________ specialization _____________.　4. The _________ chain of mand___________________________ is an unbroken line of authority that links all persons in an organisation and shows who reports to whom.　5. __________ authority ________ is the formal and legitimate right of a manager to make decisions, issue orders, and allocate resources to achieve organisationally desired outes.　SHORT ANSWER　　1. Define span of management and explain if there is an ideal span of management.　The span of management is the number of employees reporting to a supervisor.不存在。不同歸規(guī)模的公司企業(yè)使用不同的管理跨度，扁平結構更有效率，但是具體多少人的跨度才最合適是不確定的，要看職員的能力以及公司的規(guī)模業(yè)務等因素決定。Choice第八章　1. Which of the following is an example of organisational change?（E）A. the switch to a new production methodB. the decision to offer a new product lineC. the introductions of a new pay for performance systemD. all of the aboveE. A and B only　2. The adoption of a new idea or behaviour by an organisation is known as organisational: （A）A. change　B. developmentC. structureD. intervention　E. responsibility　　3. Environmental forces for change include which of these? （B）　　A. organisational plans　　B. global petitionC. pany problemsD. organisational needs　　E. employees　　4. General Electric, according to your textbook, closed its microwave factory in response to:（A）　A. internal forces　B. environmental forces　C. a lack of cash flow at GE　D. demands by employees　　E. demands by labour unions　　5. __________ is(are) important role(s) to be played during the process of organisational change. （A）　A. The idea champion　B. The critic　　C. The sponsor　D. Inventor　E. All of the above　6. The biggest barrier to organisational change is usually: （C）A. disagreement about the benefits　　B. uncertainty about the futureC. a lack of understanding and trustD. fear of personal loss　　E. too much trust　　7. What is force field analysis? （C）　A. the analysis of the forces that drive customers to a certain organisation　　B. the analysis of the forces that drive the organisation of a pany　C. the process of determining which forces drive and which resist a proposed change　D. the process by which an organisation forces changes to occur　　E. none of the above　8. SarahMaree, a new employee of yours, strikes you as curious, openminded, and receptive to new ideas. You have decided to keep your eye on SarahMaree, for she may very well be: （D）A. an outstanding performerB. an individual with a high need for achievement　　C. a satisfied employee　　D. a creative individual　　E. none of the above　9. Creative organisations: （A）　　A. are characterised by an unusually high number of routine jobsB. are loosely structured　C. have little ambiguity　D. have too many layers of management　E. use a centralised decision making approach　　Short answer1 What are internal and external forces for change? Which force do you think is the major cause of organizational change?external: market change, govt. policy (increase taxes for organizations), ur petitors, customers, current economics.　　internal: general overheads (utilities etc.), to achieve a new goalMajor casue is the external forces　2 Why do organizations experience resistance to change? What